Bernie Middleton Email & Phone Number

London, England, United Kingdom

London, United Kingdom

Product Manager, responsible for financial transparency of database services in the firm’s Business Management tool apptio. Defining requirements for Software Licence Management (SLM) tooling deployment. Maintenance of Database product roadmaps. Building relationships with NoSQL vendors to understand products and implementations available. Chair of the Database Platform Technology Lifecycle Design Authority scope includes identifying / defining the status of Google Cloud Platform database offerings usage at the bank.Key Achievementso Defining costing scenarios during the strategic Oracle Platform review that resulted in the DB / Oracle strategic agreement. https://www.db.com/news/detail/20210624-deutsche-bank-partners-with-oracle-to-accelerate-technology-modernization?language_id=1)# o Ensured accurate recovery through standardising monthly reviews.o Introduced mechanism to allow application owners to clearly see the cost of Market Driven support incurred by running on obsolete database versions.o Identification of Database team requirements for the Banks Software Licence Management tooling.

London, United Kingdom

Providing application ownership, Level 3, project and change management services for ~350 applications. Governance oversight of vendor services outsourced to HCL. Ensuring delivery in accordance with DB standards and applications met compliance requirements. Financial management of service costs of ~€8m per annum. Also, the Embedded Risk Manager for the portfolio.Key Achievementso Established Risk Regulatory and Control function in appSMART. Improved relationship with audit, audit execution. Increased efficiency in the tracking and remediation of risk in the portfolio.o Overhaul of finance function. Streamlined operations ensuring monthly checking of actual against forecast, full review of third-party support contracts and licences to identify savings.o Built the new charging model in Apptio. Ensured clarity of service costs to clients. o Established weekly one to ones with HCL delivery leads to track progress against service levels.o Definition of knowledge management standards for full documentation of the apps in the portfolio.o Initiated monthly open forums for the 200+ HCL staff to receive give overviews of bank and departmental initiatives.o Overhaul and streamlining of applications compliance reporting. Reduced weekly meetings by 3 hours.

London, United Kingdom

Aligned to the Non-Core Operating Unit responsible for the sale or closure of assets / businesses. IT oversight for the UK Mortgage Business in the run up to its sale. Also, the review of the Residential Mortgage-Backed Securities (RMBS) and Special commodities Group (SCG) applications to identify archiving opportunities.Key Achievementso Project management of the full review and notation of RMBS and SCG application data against the banks Data Taxonomy and Data Retention schedules for use in future archiving activities.o Wind down of and closure of all applications related to the Commercial Property Portfolio.o Oversight of IT operations of DB’s UK Mortgage business until final sale.

London, United Kingdom

Short term project to review Service Recoverability and Production Management practices in FM area at Standard Chartered.

London

Interim role working on application stability improvements in the Equity Division at UBS. Focused on two main areas, Alerting and Monitoring and Failsafe and Recoverability. Responsible for the analysis of the operational environment to identify improvements to the monitoring infrastructure alongside tactical work to reduce noise in that environment. Working with the BU to identify the critical applications to address in the first instance. Also defining standard operational procedures to ensure future stability of the environment.Key Achievementso Definition of Production Management requirements between Change and Run the bank teams.o Review and verification of newly created operational standards for the Change the Bank team.o Scoping of tooling to assist in identifying alerting patterns and targets for alert noise reduction.o Definition of key KPI's to measure Run the Bank performance in Incident, Change and Problem management.

London, United Kingdom

Engaged on a short term Interim Management role at Barclays to Project Manage the building of an offshore Minor Works and Level 3 Support Team in Poland covering Compliance Control Room and Conflicts Management systems following agile principles. The role was in the Build the Bank project team developing the platform to replace the existing systems.Key Achievementso Rapid transition to new team of ongoing development minor works and level 3 support across four systems from incumbent developers allowing them to focus on project deliverables.o Streamlined the fragmented workflow with the consolidation of work tracking into a single Jira instance. This, coupled with queue review and reduction of tickets from 170+ to just over 30 open produced a clear view and understanding of the teams complete scope of work. o Construction of dashboards to deliver workflow management. This provides easier management of work allocation to team members, it also allows scope transparency and facilitates simplified production of management reports.o Developed model to determine team capacity to allow accurate scope of works planning.o Definition and documentation of the demarcation between the Minor Works Team, RTB , BTB and Development Operations. As well as ensuring smooth day to day operation the model clearly defines roles and responsibilities in future project releases to ensure continuity in support provided.o Throughout the transition responsible for managing the ongoing Minor Works and escalated support issues without degradation in service.

London, United Kingdom

Responsible for multiple streams of Morgan Stanley's transition of out/co sourced resources to a single vendor forming the PMCoE to provide global production management services for Institutional Securities, initially @750 staff in November 2012 rising to over 1000 in early 2014Ownership at a program level for four project streams People:- Training, Competency and Retention, Lv2 Process Standardisation, Lv2 Optimisation and Program Communication. Oversight of the Sales and Trading element of the PMCoE. Including managing the doubling of heads in an 8 month period to bring the total to over 90. This enabled on site teams to increase both the scope and depth of support provided by shifting tasks to vendor offshore teams.Definition of technical and soft competency requirements down to team role level for the 88 teams in the PMCoE. All vendor members of PMCoE rated against these competencies to identify and address knowledge gaps. Prospective candidates rated against competencies to ensure all sides understood the skill set of candidates.Drove definition and documentation of PMCoE roles and responsibilities covering team member to senior business area leads.Career path definition and communication to PMCoE members. This was done to ensure that vendor staff saw the PMCoE as a career option rather than just another 18 month assignment. Attrition planning to minimise impact, for example highly skilled bench rotating across teams.Created the Production Management Training Plan (PMTP) consisting of mandatory core and 'opt-in' extended curriculums. Over 1000 vendor and MS staff completed the core curriculum to June 2014.Conducted regular forums with 60 + MS managers covering PMCoE progress against goals, new initiatives risks and issues.Coached Morgan Stanley managers on best practices to enhance vendor delivery.Developed Incident and Communication training and presented to 70 staff across Pune and Chennai while on site visits.

London, United Kingdom

Head of the Equities Application Support practice area, 93 strong providing front to back Lv1/2 support for sales, trading, risk management, trade booking and client trading applications utilised by the Equity division. The team was located across 11 offices with the largest concentrations in Hong Kong, London, New York and Tokyo. Standardised all support activities globally focusing on RFB's, special event handling (IPO's, large trades, power downs) and incident and problem management. Achieved by moving the team to standard tooling and mind sets, resulting in reduced down time and reduction in repeat incidents. Set up global virtual teams tackling monitoring, tooling and support challenges resulting in increased inter region communication.Assumption of management of trade booking and structured product support giving accountability of front to back flow support. Focused on reduction in RTB costs (10% 2011 and 2012), achieved through efficiency gains (elimination/automation/off shoring of repetitive/lower value tasks) while expanding applications supported.Alternative sourcing of graduate level starters at lower cost base than MS graduate course.Work life balance champion implementation of flexible working arrangements.

London, United Kingdom

Increased both the depth of support and number of sales, trading and booking applications in scope while keeping headcount static through increased stability of applications achieved through the elimination of repeated issues.On- boarding of risk management and structured product system support. Implementation of training standards to combat impact of staff attrition. Built and off-shored 24x5 monitoring team to allow on site staff to focus on Lv2 support and ongoing support enhancements through scripting and tooling.

London, United Kingdom

EMEA Application Support Group/Electronic Trading team

London, United Kingdom

Member EMEA Market Data Team

Responsible for support of all market data and broker applications. Project management of Reuters Terminal roll out to 150 traders and installation of Prism video switch.

Maintenance of communication equipment at 26 Signals Unit Listening post in West Berlin and Tactical Air Traffic Control Flight of the RAF's Tactical Communications Wing.